Original Date: 11/13/1995
Revision Date: 01/18/2007
Best Practice : Communication Program
In the 1990s, JLG Industries, Inc. was growing and with the required changes through the direction of the corporate strategic plan, new leadership, and rapid influx of new employees, better communications were viewed as a necessity.
As a means of addressing the communications need, JLG attempted to distribute information to the employees through GO -- or Goals and Objectives -- sessions in mid-1994. The initial start received a low grade. Consequently, more training was given to the individual supervisors presenting the information in the sessions, and the plant newspaper (INK) was improved through the type of information being printed by making a goal or objective the basis for a continual article. Signs were used to get current information to employees, and banners were posted to remind employees of the strategic objective. The company president and CEO held communication meetings in the manufacturing area to discuss company strategies, where company plans were taking worldwide divisions, and the present status of the company.
In April 1995, the company conducted a Benchmarking Culture and Effectiveness survey. The company received a 50% overall response, with 70% of the respondents providing additional comments. Communications were refined based on the benchmarking survey, and letters were sent to the employees with the survey results.
The 1995 JLG celebration day was attended by local politicians and community leaders, and a radio station covered the event. Metrics from the Benchmarking Culture and Effectiveness survey in values, communications, performance, and obstacles will highlight the direction for improvement. The planned objectives to improve communications at JLG with an assessment directive are contained in the JLG Strategic Communications Plan.
For more information see the
Point of Contact for this survey.